Emerging Discourse Incubator: Research where the focal actor in the network is not a for‐profit firm
The above research has featured in our Spotlight series. We talked to Anne Quarshie and Rudolf Leuschner about their research entitled “Interorganizational Interaction in Disaster Response Networks: A Government Perspective”
“Governments play important roles as focal organizations in many interorganizational networks. However, the government perspective has largely been overlooked in the literature on supply networks, including research on humanitarian operations and logistics. So far, little attention has been devoted to how government agencies and other actors interact within complex networks. In this study, we use a qualitative research approach to study interorganizational interaction in the context of a major U.S. disaster: Hurricane Sandy. Specifically, we investigate the relatively successful Sandy response effort conducted by the New Jersey state government in interaction with other humanitarian actors. We find that the government took three main roles in interacting with other actors within the disaster response network: organizer, facilitator, and supply network member. Moreover, we develop a grounded model that provides a theoretical explanation of the interaction process and highlights the practices used by the government during the response stage. In addition to contributing to the humanitarian research domain, our study advances the emerging discourse on networks whose focal actors are not for‐profit firms.”
The full article can be found here: https://onlinelibrary.wiley.com/doi/10.1111/jscm.12225https://doi.org/10.1111/jscm.12225
Original Articles
The above research has featured in our Spotlight series. We talked to Robert Suurmond about his recent research with Finn Wynstra and Jan Dul entitled “Unraveling the dimensions of supplier involvement and their effects on NPD performance: a meta‐analysis “
“We study the relationship between supplier involvement in New Product Development and performance. The current literature is scattered and fragmented with studies reporting mixed empirical evidence for a variety of concepts related to ‘Early Supplier Involvement’. We conduct a systematic review and meta‐analysis of the existing literature to reconcile conflicted findings, revise and refine theoretical perspectives, and provide evidence‐based scholarly and practical implications. To achieve these aims, we unravel the general relationship by considering three factors. First, we delineate different types of performance outcomes, mainly related to NPD efficiency (e.g., speed) and NPD effectiveness (e.g., product quality). Second, we distinguish between the moment and the extent of supplier involvement, related to different theoretical perspectives on external knowledge integration. Third, we disentangle multiple levels of analysis that are seemingly obscured in the literature, specifically the project and organizational levels. We find that extensive supplier involvement has positive effects on NPD efficiency and effectiveness, whereas earlier supplier involvement only to some degree affects NPD efficiency and not effectiveness. In conclusion, our meta‐analysis based on 11,420 observations from 51 studies provides strong theoretical and practical insights on the important phenomenon of supplier involvement.”
The Full Article can be found here: https://onlinelibrary.wiley.com/doi/10.1111/jscm.12221
https://doi.org/10.1111/jscm.12221
The Article above has also appeared in our Spotlight Series, in which the article authors discuss their research, the background and theory to the article. Additionally they discuss how their research and findings could impact future research.
We talked to Paul Skilton about his recent research with Ednilson Bernardes Mei Li and Steven A. Creek entitled “The Structure of Absorptive Capacity in Three Product Development Strategies”
“This study develops and tests theory about different forms of absorptive capacity that support radical, differentiation and imitation product development strategies. Absorptive capacity theory provides a generalized explanation for how firms exploit their embeddedness in relationships with buyers and suppliers. We develop and test theory that relates combinations of four components of absorptive capacity (R&D capability, product development capability, cooperative embeddedness and competitive embeddedness) to success rates in three product development strategies. We used data from the American pharmaceutical industry to estimate generalized linear mixed models. Our results confirm known relationships between R&D capability, alliance network position and the development of radically new products, but reveal different sets of factors that influence differentiation and imitation. We describe a previously undetected influence of competitive embeddedness on the development of radically new products, a contrasting absorptive capacity structure for generic product development, and a mixed structure for differentiated product development.”
The Full Article can be found here: https://onlinelibrary.wiley.com/doi/abs/10.1111/jscm.12223
https://doi.org/10.1111/jscm.12223
The Article above has also appeared in our Spotlight Series, in which the article authors discuss their research, the background and theory to the article. Additionally they discuss how their research and findings could impact future research.
We talked to Pamela Manhart about her recent research with James Summers and Jennifer Blackhurst's recent research entitled “A meta‐analytic review of supply chain risk management: Assessing buffering and bridging strategies and firm performance”
“Supply chain risk management has received considerable attention as firms experience more frequent and severe impact disruptions. We meta‐analytically test the Bode et al. (2011) framework of buffering and bridging supply chain risk management strategies to determine their effect on supply chain risk management. We analyze the supply chain risk management literature to find that both buffering and bridging strategies contribute to supply chain risk management. We also address the benefit of supply chain risk management. Results indicate that supply chain risk management provides a strong contribution to overall firm performance. Additionally, we identify cultural differences of these relationships. Although supply chain risk management strategies may be applied universally, their efficacy varies by culture. In conclusion, we identify and provide guidance for future work.”
Full Article link: https://onlinelibrary.wiley.com/doi/abs/10.1111/jscm.12219
DOI: https://doi.org/10.1111/jscm.12219